ess Plan and Budget 2013-2016 - Mississauga · Award - City of Mississauga received the AMO Gas Tax ... The MiWay Student Ambassador Program - won the City’s 2011 Corporate Award

mississauga transit

2013-2016� Business Plan

City of Mississauga, Ontario, Canada

morE than 3,6�50 BuS StoPS.

3rd largESt municiPal tranSit SyStEm in ontario.

93 tranSit routES, 1.3 million hourS oF SErvicE.

Fully accESSiBlE 458 BuS FlEEt.

F-2 2013-2016 Business Plan & 2013 Budget

Table of Contents

Existing Core Services ...................................................................................................................................................................... 3

1.0 Vision and Mission ............................................................................................................................................................... 3

2.0 Service Delivery Model ........................................................................................................................................................ 4

3.0 Past Achievements .............................................................................................................................................................. 5

4.0 Current Service Levels ......................................................................................................................................................... 8

5.0 Opportunities and Challenges ............................................................................................................................................ 12

6.0 Looking Ahead ................................................................................................................................................................... 14

7.0 Engaging our Customers ................................................................................................................................................... 16

Required Resources ........................................................................................................................................................................ 18

8.0 Human Resources ............................................................................................................................................................. 18

9.0 Technology ......................................................................................................................................................................... 19

10.0 Facilities ............................................................................................................................................................................. 21

Proposed Budget ............................................................................................................................................................................. 23

11.0 Changes to Maintain Current Service Levels and Operationalize Prior Decisions ............................................................ 26

12.0 Proposed New Initiatives and New Revenues ................................................................................................................... 28

13.0 Highlights of Proposed Capital Program Budget ............................................................................................................... 30

14.0 Capital Program ................................................................................................................................................................. 31

Performance Measures .................................................................................................................................................................... 32

15.0 Balanced Scorecard ........................................................................................................................................................... 32

Appendices ....................................................................................................................................................................................... 34

Appendix 1: Details of Changes to Maintain Current Service Levels and Operationalize Prior Decisions.................................... 34

Appendix 2: Budget Requests........................................................................................................................................................ 37

Appendix 3A: Proposed 2013 Capital Program ($000’s) ............................................................................................................... 44

Appendix 3B: Proposed 2014-2016 Capital Program ($000’s) ...................................................................................................... 46

2013-2016 Business Plan & 2013 Budget F-3

Existing Core Services

1.0 Vision and Mission

MiWay operates conventional, fixed route transit service

within the boundaries of the City of Mississauga. As part of

the Greater Toronto Area, MiWay connects to commuter rail

and regional bus service provided by GO Transit, and

integrates service with neighbouring municipalities. The

system connects with Brampton Transit to the north,

Oakville Transit to the west, and the Toronto Transit

Commission (TTC) to the east, with direct connections to the

Islington and Kipling Subway Stations.

Vision

MiWay: A lifestyle choice to your destination.

Mission

To provide a customer-focused transit service that offers

safe, accessible, and efficient transportation options for all

citizens.

.

MiWay - The new Mississauga Transit

Business Development

Transit Operations

Business Systems

Maintenance

Rapid Transit (BRT/LRT)


2.0 Service Delivery Model

Delivering effective and efficient transit services that meet

the needs of customers is a multifaceted business that, due

to the nature of the operational environment, faces

continuous change and complexity.

Effective delivery of service is interdependent on

involvement and participation from each of the staff transit

groups and their service responsibilities.

MiWay’s service delivery model has evolved to create the

conditions in which good customer service, safety and clean

buses guide decisions and daily activities. Good employee

relationships and sound financial management play an

equally important role in the effective delivery of service.

At the centre of our service is our existing and potential

customers of MiWay. Our service goal is to deliver excellent

customer service through safe, flexible, integrated transit

services that meet the needs of an increasingly diverse

community.

MiWay strives to consistently accomplish two service

delivery outcomes that satisfy customers’ needs:

Develop a service plan that will assign the right capacity

at the right time, based on customer travel patterns,

dependent on time of day and day of the week; and

Meet the service plan by having the right bus at the

right time at each bus stop and terminal, consistently

throughout the day, every day of the week.

The Service Development section constantly reviews

ridership data, origin and destination surveys, customer

feedback, and operator and customer input to model and

determine the best possible allocation of buses to meet the

needs of customers.

The Operations and Maintenance sections work on having

the required amount of operators and buses fit for service

every hour of every day.

Bus Operations at the City Centre Transit Terminal

Customers’ needs

Balance

Capacity

(Buses + Operators)

Service Plan


3.0 Past Achievements

MiWay has achieved much in the recent past beginning with

the successful implementation of the new MiWay brand.

As MiWay continues to grow and transition into an urban

service provider, a number of significant milestones have

been achieved:

Service Levels

MiWay achieved record ridership in 2011 at 33.4 million

revenue rides (an increase of 7.6 percent from 2010);

Reached 49.3 million boardings in 2011 and is expected

to reach over 50 million boardings by the end of 2012;

Number of weeks with a total of over one million

boardings has drastically increased since 2011 and is

forecasted to reach over 15 weeks by the end of 2012.

Accessibility Improvements

All MiWay buses are now fully accessible buses;

In 2012, MiWay achieved 100 percent route accessibility

and added another 340 accessible stops; and

MiWay is compliant with the new Integrated Accessibility

Standards Regulation (IASR) in 2012 and has

accomplished much in relation to accessibility

improvements within our facilities, policies, and services.

Information Technology

All MiWay buses are equipped with Audio & Visual Stop

Announcement Systems and Automated Vehicle

Location (AVL); and

Launched an award winning mobile site (m.miway.ca)

and an iPhone App (www.miway.ca/app). Both enable

transit riders to view scheduled bus departure times.

MiWay’s Audio & Visual Stop Announcement Systems

PRESTO

In 2011, PRESTO automated fare card system devices

were installed on all MiWay buses;

Since then, MiWay has sold over 9,000 cards and over

2.4 million trips have been taken by customers who

have chosen PRESTO;

In May of 2012, MiWay launched a loyalty program that

rewards PRESTO cardholders who frequently travel on

MiWay (after 12 full fare trips, they ride for free the rest

of the week); and

MiWay is the only fixed route municipal transit provider

to also offer reduced concession fares to full-time

university or college students.


Bus Rapid Transit (BRT)/Light Rail Transit (LRT)

BRT Construction has begun along the dedicated right-

of-way from Hurontario Street/Rathburn Road to

Eastgate Parkway/Fieldgate Drive, covering four

stations (Central Parkway East, Cawthra, Tomken and

Dixie). Completion date for this section is fall of 2013;

In anticipation of LRT, service integration along the

Hurontario Corridor was improved with express service

being provided by MiWay and Brampton Transit (Züm);

Awarded the contract to complete the Preliminary

Design and Transit Project Assessment Process for

Light Rail Transit on Hurontario/Main Street in

partnership with the City of Brampton and Metrolinx; and

The anticipated completion for the Preliminary Design

and Transit Project Assessment Process (TPAP) is

planned for late 2013.

Customer Focused

Completed the Summer U-Pass for University of Toronto

Mississauga (UTM) for both full-time and part-time

students in 2012;

Completed the first benchmark Customer Satisfaction

Survey for customers of MiWay; and

Achieved an excellent overall customer satisfaction

rating of 82 percent for MiWay services.

Awards

Association of Municipalities in Ontario (AMO) Gas Tax

Award - City of Mississauga received the AMO Gas Tax

Award in 2012 for using Federal Gas Tax dollars to buy

accessible transit buses, providing the community with

the benefits of accessible transit, cleaner air, and

reduced Green House Gases (GHG) emissions.

City of Mississauga receives AMO Gas Tax Award

Source: Association of Ontario Municipalities

Hurontario/Main Street Corridor Master Plan – Recipient

of the 2011 Award for Planning Excellence from the

Canadian Institute of Planners (CIP);

The MiWay Brand Implementation – Recipient of the

Corporate Exceptional Performance/Outstanding

Achievement Award from the Canadian Urban Transit

Association (CUTA);

The MiWay Student Ambassador Program - won the

City’s 2011 Corporate Award for Excellence (CAFE)

Partnership Award;


The MiWay Mobile Site earned multiple awards in 2011

including;

2011 Excellence in Municipal Systems Award from

the Municipal Information Systems Association

(MISA);

Certificate of Merit as part of the 2011 Willis Award

for Innovation from the Canadian Association of

Municipal Administrators (CAMA);

2011 Peter J. Marshall Municipal Innovation Award

from the Association of Municipalities of Ontario

(AMO);

MiWay receives CAMA Certificate of Merit

2011 GTEC Distinction Award Honouree for

Excellence in Public Service Delivery (Municipal

Category) from Canada’s Government Technology

Event (GTEC); and

The City's Continuous Improvement Award of

Excellence (2010) as part of the Corporate Award

for Excellence (CAFE) Award Program.


4.0 Current Service Levels

MiWay serves a growing population of 741,000 in an area

close to 179 square kilometres (about 70 square miles) in

Mississauga.

MiWay is building a family of transit services designed to

meet our customer travel needs. These include:

Current Services

MiExpress Express limited stop service

MiLocal Local service, serving all stops

MiGO Rush hour shuttle service to Milton GO Line Stations

MiSchool Rush hour service to secondary schools

Service Profile

MiWay operates conventional, fixed route transit service

within the boundaries of the City of Mississauga, with

service integration into neighbouring municipalities, including

City of Brampton, Town of Oakville and City of Toronto.

Currently, MiWay operates a total of 93 routes servicing the

City and surrounding areas:

62 Regular Routes

Five Express Routes

25 School Routes

One Seasonal Route

MiWay has 885 transit operators and has a transit fleet of

458 buses (15 of which are hybrid-electric buses).

All buses within MiWay’s fleet are fully accessible – that is,

all buses are low floor, kneeling buses equipped with ramps

that allow passengers to board and exit the bus with ease.

The fleet travels almost 30 million kilometres a year in which

it delivers over 1.3 million service hours annually.

Service Type 2011 2012

Hours % Hours %

Weekday 1,139,200 86.3 1,164,600 86.9

Saturday 110,400 8.4 108,800 8.1

Sunday/Holiday 71,000 5.4 66,900 5.0

Total 1,320,600 100 1,340,300 100

Comparison between 2011 & 2012 MiWay Service Hours


There are more than 3,650 bus stops and 23 terminals. Bus

stops are serviced by routes at various frequencies

throughout the day.

Service Frequencies:

AM & PM Peak Periods:

During morning peak periods, four routes operate under

10 minute service, 11 routes operate at 11-15 minute

service; and

The remaining 44 routes operate over 16 minute service

during the peak periods.

Off Peak Periods:

During midday off-peak times three routes operate

under 15 minutes and the remaining 40 routes are

greater than 15 minutes, with 12 routes over 30 minutes.

Ridership

Customers boarded a MiWay bus over 49 million times in

2011, which amounts to approximately 166,000 average

daily weekday boardings.

Annual revenue ridership levels continue to climb on MiWay.

MiWay achieved record riders in 2011 at 33.4 million (an

increase of 7.6 percent from 2010), and is expected to reach

34.5 million by the end of 2012 (an increase of 3.2 percent

from 2011).

It is forecasted that MiWay’s annual boardings will set a

record of 50 million in 2012.

Fleet and Transit Infrastructure

MiWay has a comprehensive on-going bus and service

vehicle maintenance program that complies with Ministry of

Transportation (MTO) standards and reflects the City’s

commitment to the safety of customers and transit

operators.

Drivers complete MTO circle checks daily and all other

vehicle components are subject to regular preventive

maintenance programs.

An important element of maintaining MiWay’s infrastructure

is its bus replacement program, which ensures the overall


maintenance costs are efficient in relation to the value of

vehicles and their expected service-life.

MiWay has a young bus fleet with the average bus age

being 4.8 years. Currently, the bus fleet is composed of 458

buses, with a replacement value of $215 million.

Additionally, MiWay looks after 23 terminals and 3,650 bus

stops across the City. Currently all routes are accessible,

however MiWay continues with its program to make all stops

accessible. As sidewalks are installed, MiWay continues to

ensure pedestrian linkages are provided that allow

customers to safely access transit service. As well, work is

ongoing to ensure all stops have a concrete passenger

landing pad that extends to the rear doors of all buses.

The planned BRT terminals and the deployment of next bus

signage will add to MiWay’s infrastructure maintenance

schedule in 2013.

Future Services

The Bus Rapid Transitway (BRT) is a high-efficiency

transit corridor running east-west across the City, providing

express bus service through Mississauga and the GTA.

The BRT West, from Winston Churchill Boulevard to Erin

Mills Parkway, will be the responsibility of GO Transit. BRT

Stations with Park and Ride lots will be built at Winston

Churchill Boulevard and Erin Mills Parkway. The City of

Mississauga is responsible for the construction of the BRT

East from the City Centre to Renforth Station.

BRT stations with Park and Ride lots will be built at Cawthra

Road and Dixie Road. Additional BRT stations will be

constructed at Tomken Road, Tahoe Boulevard, Etobicoke

Creek, Spectrum Way and Orbitor Drive.

MiWay service on the transitway


When the BRT is completed in 2015, it will support extensive

bus service along this route for thousands of riders per day,

making it faster and easier for them to travel to, from, and

through Mississauga and the Greater Toronto Area (GTA).

MiExpress and MiLocal buses will utilize the exclusive

transitway to bypass the adjacent road network. The

transitway will provide increased service reliability as well as

reduce travel times drastically.

With this new transit corridor, MiWay can move significantly

more people and consequently divert thousands of people

every day from private automobiles to higher-order transit.

BRT Roadway west of the newly constructed Hwy. 403 ramp

underpass bridge

BRT construction is well underway. The opening from the

City Centre to Dixie Station is planned for the fall of

2013. The remainder will be in the spring of 2015 (Winston

Churchill Boulevard to Renforth Drive).

Central Parkway underpass and Station

Light Rail Transit (LRT) service is planned along the

Hurontario/Main Street corridor between Brampton and Port

Credit in Mississauga.

This project will initiate the transformation of Hurontario

Street into the 21st Century with an integrated higher-order

transit system supported by an appropriate land use and

built form framework.

Work is underway to complete the Transit Project

Assessment Process (EA) and produce 30 percent design

drawings for the Hurontario LRT. Once funding is obtained,

the system would operate between Port Credit and the

Brampton GO Station along Hurontario Street.

The LRT will replace the limited stop express bus service

currently operating along Hurontario Street and service the

Lakeshore, Milton and Georgetown GO lines as well as the

Mississauga City Centre.

LRT System along the Hurontario/Main Street Corridor


5.0 Opportunities and Challenges

As the rate of growth in the City’s population has slowed

down to less than one percent per year, continued reliance

on the captive rider market (those without access to a car)

will be insufficient to achieve the doubling of the

transit/active transportation modal split set out in the City’s

Strategic Plan.

Future growth, with a balance between costs and fare

revenues, relies upon the choice rider (those with ready

access to a car). Fortunately, the high levels of car

ownership due to land use patterns (1.7 cars per family and

1.1 passengers per car) provide a large market from which

to capture ridership.

However, attracting new transit riders is no easy task,

especially during off-peak travel when the roads are free-

flowing, free parking is available, and MiWay’s service levels

do not provide the fast, frequent connections that are

available during peak hours.

To capture the choice rider market there is a need to focus

on improving service (more capacity and higher frequency)

during peak travel times when the road network is at

capacity. This provides the greatest environmental and

economic benefits by reducing congestion and freeing up

road capacity. A focus on improving peak travel time service

will target the largest market segment with the best revenue

opportunities. Additionally, such an approach would maintain

our revenue/cost ratio.

Choice riders (those who have access to a vehicle but can

choose to ride transit) insist on safe, clean, and comfortable

buses and want competitive travel times. The network will

need good frequencies and connections in order to be

considered a viable transportation option.

Framed as opportunities and challenges, the following

external and organizational factors have been taken into

account in the formulation of operational plans, and for the

information technology and organizational development

programs.

Opportunities

MOVE - developing a transit oriented city is one of the

City’s strategic pillars;

Proven environmental and health benefits by using

public transit as a personal mode of transportation;

Growing student ridership through ongoing transit

education and promotion to students;

Building partnerships with businesses interested in

MiWay to promote transit;

Improved awareness and perceptions about MiWay

through education and outreach;

Using technology to provide products that make the

transit experience better for customers;

Increased traffic congestion overall in the City entices

people to consider options such as transit;

Launching the BRT will mean faster, more efficient

service for customers;

Increasing support for LRT along the Hurontario

Corridor;

New and better storage and maintenance facilities; and

Increasing amount of paid parking within the City’s

downtown will encourage residents to use public transit

instead of their cars.


Challenges

Funding from higher levels of government is not

increasing without any clear replacement strategy;

Funding from higher levels of government often focuses

on inter-regional integration and is inadequate to

address City needs;

No identified funding sources for municipal transit

infrastructure improvements, coupled with steadily

declining development charges as the City approaches

build out;

Senior government debt, i.e. less likelihood of support

for municipal service providers;

Ability to sustain a long term financial plan to develop

and operate a world class transit system, as envisioned

by the City’s strategic plan;

Continued global economic uncertainty;

Keeping a balance between transit as a social service

and a financially sustainable transportation service;

Ridership growth exceeding service growth;

Price and volatility of fuel prices;

Labour costs; and

Increased traffic congestion has diminished operating

speeds along several major transit corridors.

The graph below shows the changes in average peak

speeds along six of the most relevant corridors within the

City of Mississauga.


6.0 Looking Ahead

During the next four years MiWay will continue to move

forward with various initiatives that were implemented in the

last planning cycle.

This plan and its service goals rely on continued investment

from both the City and from higher levels of government and

results in an increase of 215,300 hours by 2016.

Conventional Transit:

With the planned opening of the transitway from the City

Centre to Dixie Station in the fall of 2013, frequencies on

the express network will need to be improved to reduce

travel times and enhance connections - an important

course of action to attract and retain choice riders;

Improvements are required along the express network

during the midday, early evenings, and eventually

weekends. MiWay’s Routes 107-Malton Express and

109-Meadowvale Express will utilize the transitway

when the first phase is completed in 2013. As such,

these improvements in service will require an increase

of 27,800 hours annually starting in October 2013. An

increase of 21,900 hours annually will be added starting

in January 2015 upon full completion of the transitway;

Incidences of overcrowding continue to occur throughout

the system. Even with the requested two percent

increase in service hours (which would add 26,800

additional service hours in 2013, 27,300 in 2014, 27,900

in 2015, and 28,400 in 2016), the supply/demand gap

will be widened from the 6.2% gap projected for 2012 to

11.6% by the end of 2016;

An additional one percent in annual service hours is

requested (which translates into 13,400 hours in 2013,

13,700 in 2014, 13,900 in 2015 and 14,200 in 2016) to

improve peak hour and midday frequencies, bring them

in line with customer expectations, and reduce the

above mentioned gap;

With the phased opening of the transitway, modifications

to the current transit network will be required. This

includes route redesigns and the addition of new local

services to streamline existing service and take

advantage of the savings in travel time and

In spite of the requested service hours and the

improvements that these hours will permit, additional

funding is required to expand the express network and

create other limited stop express services along major

transit corridors, such as Dixie Road and Derry Road.

Bus Rapid Transitway (BRT):

Complete construction of the BRT, and identify and

implement the necessary network changes in

preparation for the opening of the first segment of the

BRT in 2013 and reconfigure the existing transit network

to support the BRT;

Open a successful BRT service that encourages new

riders to MiWay in a phased approach; and

Plan for the implementation of transit priority on transit

corridors connecting with the BRT to improve trip times

and service reliability.

Hurontario/Main Street Study

After completing the Hurontario-Main Street Study in

2010 and the Metrolinx Benefits Case Assessment

(BCA) review, the next phases will require undertaking

the preliminary design for LRT and completing the

Transit Project Assessment Process (TPAP);


Successful completion and approval of the Hurontario-

Main Street LRT Preliminary Design and Transit Project

Assessment Process (TPAP); and

Additional studies will be required on specific issues

relating to LRT implementation such as noise, vibration,

assessing the various road/transit related alternatives

surrounding the Highway 403 interchange crossing, etc.

PRESTO:

Moving forward, staff efforts will be focused on

confirming system stability and development of version

2.1, which is currently being implemented at OC

Transpo for the City of Ottawa;

MiWay will be participating in the development of new

customer functionality of PRESTO and system reporting

to support revenue and audit requirements;

Leverage the PRESTO and co-fare agreement with GO

Transit to increase, by 10 percent in three years, the

number of riders that are brought to and from GO rail

and GO bus stations by MiWay’s service; and

Through customer outreach and the Student

Ambassador Program migrate students from cash,

tickets, and passes to Presto (70 percent in two years)

iBus:

iBus is MiWay’s Intelligent Transportations System (ITS)

that utilizes advanced technology to enable MiWay and

our customers to be better informed, make safer, more

coordinated, and smarter use of transit routes and

schedules. Currently MiWay’s iBus technology includes

such components as Automated Vehicle Location (AVL)

and Automated Stop Announcements.

Through new iBus technology capabilities, additional

service improvements are planned including:

• Bus equipment: Automatic Passenger Counters and

Garage Management Program, Replacement of Bus

Radio System, Transit Signal Priority;

• Applications: Fleet Management System, Customer

Relationship Management System, Runtime and

Ridership analytic modules; and

• System Integration: Radio System with iBus

Computer Aided Dispatch Systems, Fleet

Management with iBus, Fleet Management with

Fuel Management, iBus with Garage Management,

and iBus with Hastus (software solution for transit

scheduling, operations, and passenger information).

Customer Focused:

Grow student ridership and continue education and

promoting to students and Encourage businesses to

build partnerships with MiWay to promote transit; and

Targeted customer outreach program to promote the

economic and environmental benefits of transit.

Infrastructure:

The requirements for additional transit terminals and

priority access in and out of the City Centre core will

need to be identified. Preliminary work on these

equirements, in conjunction with the Downtown21

initiative, is planned in 2013.

Fare Strategy:

Coordinate with adjacent transit systems (Brampton and

Oakville) on the development and implementation of a

Sheridan College universal bus pass (u-pass).


7.0 Engaging our Customers

Public Education and Customer Engagement

To encourage lifelong transit use, MiWay must continue to

acquire and retain new customers while finding ways to

reward existing customer loyalty.

Key customer groups include students (three in 10 riders on

MiWay are students), business commuters (work-related

trips within Mississauga and across city borders) as well as

GO Bus and Rail commuters (who can choose to connect

with MiWay service when it’s easier or more convenient).

Community Outreach

MiWay’s community outreach program helps to build and

maintain excitement around, and a commitment to, the

MiWay brand at a grass-roots level during ongoing Bus

Rapid Transit (BRT) Project construction. The first section of

the transitway - from the City Centre to Dixie Station - is

expected to open in the fall of 2013, and includes four new

stations.

MiWay staff participates in more than 100 events annually to

educate residents about local transit service. These

outreach initiatives reach students, businesses and older

adults, as well as other residents who can benefit from

ongoing transit service improvements.

An online calendar (www.miway.ca/events) lists MiWay’s

participation at various events year-round.

MiWay’s 2012 Customer Appreciation Day

MiWay also runs an award-winning Ambassador Program to

encourage students to educate their school communities

about MiWay (www.miway.ca/ambassador).

MiWay’s 2011-2012 Ambassador Program Winners

Continuing to build MiWay brand momentum in the

community is critical to influencing perceptions about transit

service and encouraging new customers to try the system.

http://www.miway.ca/ambassador


Digital Media

The MiWay website (www.miway.ca), award-winning Mobile

Site (m.miway.ca) and iPhone App (www.miway.ca/app) are

available to help meet customers’ transit information needs.

MiWay also offers CityLink (905-615-4287), a 24-hour

automated information system.

More digital and social media opportunities exist to engage

customers in conversations about the benefits of transit,

strengthen the partnership between MiWay and the

community, and to enhance MiWay’s focus on providing

excellent customer service. Promoting two-way

conversations about MiWay service helps educate the public

about the value that MiWay delivers to the community by

creating economic, social and environmental benefits in

Mississauga.

Market Research

To build customer relationships, MiWay must continue to

listen to and respond to customer feedback. Annual market

research provides insights into MiWay brand perceptions as

well as perceived attractors and barriers to using transit.

The findings help identify relevant service improvement

opportunities, guide future planning, and monitor and

enhance levels of customer satisfaction.

The Service Experience

MiWay’s Transit Operators represent the brand’s biggest

opportunity and its greatest advantage. Customers see the

bus driver as the “face” of MiWay, and the experience they

receive with the driver significantly impacts their overall

satisfaction with the service.

MiWay Transit Operators

According to a 2011 market research study, MiWay received

relatively high satisfaction ratings in relation to drivers:

“Drivers drive safely” (86 percent) and “Drivers are

knowledgeable about the overall system” (85 percent).

MiWay also achieved a high overall satisfaction score of 82

percent.

In addition, Customer Service Representatives who provide

MiWay information and receive customer feedback

represent the voice and face of MiWay through the call

centre and the customer information booth. Customers rely

extensively on Customer Service Representatives to provide

them with accurate information; thus, giving them added

confidence to travel on MiWay.

Focusing on creating a consistently positive service

experience for customers who choose to ride transit will help

to build MiWay brand loyalty and enhance the organization’s

community presence.


Required Resources

8.0 Human Resources

MiWay faces similar challenges to those experienced by

large operational environments. MiWay also faces the

traditional issues of attracting and retaining talent to address

growth needs and managing the impending retirements and

competition for skilled staff.

MiWay’s organizational structure is evolving to address gaps

created by the expansion of service, technology, equipment,

and facilities. While on-street service, the number of

operators bidding for work and the number of buses has

increased significantly, the administrative and support

structure has remained almost the same. Additionally, many

initiatives are either being completed or in the process of

being developed, which adds to the already full workload of

MiWay staff.

The addition of the Bus Rapid Transitway (BRT) beginning

in 2014 will require new staff, including Transit Operators,

Transit Supervisors, Maintenance, Enforcement and

Facilities staff.

As a result of the additional transit technologies such as

iBus, PRESTO, Hastus, Automated Vehicle Location

Systems (AVL) and real-time customer information, there

will be a requirement to add skilled staff resources to

manage, implement and support the transit technologies in

place.

MiWay has a strong training program to ensure the driving

credentials of over 900 transit operators remain up-to-date,

and that customer service training is provided. 10 courses

form the core of the training program and are delivered

continuously throughout the year, in addition to the

orientation and preparation for new recruits. As a result over

10,000 hours of formal training are delivered on a consistent

basis by a dedicated team of trainers.

Proposed Full Time Equivalent Staffing Distribution by Program

Program 2012 2013 2014 2015 2016

Business Development 53.9 52.9 52.9 52.9 52.9

Business Systems 19.0 19.0 19.0 19.0 19.0

Maintenance 187.2 185.2 185.2 185.2 185.2

Director's Office 4.7 6.7 7.7 8.7 8.7

Operations 978.8 1,021.8 1,048.8 1,090.8 1,118.8

Transportation Project Office 4.0 4.0 4.0 4.0 4.0

Total Service Distribution 1,247.6 1,289.6 1,317.6 1,360.6 1,388.6


9.0 Technology

MiWay has launched several technology improvements as

part of its commitment to providing customer-driven, quality

transit services to the travelling public in a safe, reliable,

clean and cost-effective manner. These improvements

include:

Automated next stop announcement technology on all

buses;

PRESTO card readers on all buses to enable electronic

payments;

Video surveillance systems on all buses to enhance

passenger and driver safety and security; and

Improving service reliability by using new operational

data to evaluate posted transit schedules against actual

bus arrival times which can differ due to traffic

congestion and bad weather conditions.

However, recent market research findings indicate there is

demand for further technology improvements, such as

providing real-time schedule information.

MiWay is committed to delivering value to the community

and through its new technology capabilities, additional

service improvements will be implemented - including new

signage at BRT stations that will display 'next bus' arrival

times.

Execution of MiWay’s I.T. framework remains relevant. Work

continues on several major initiatives including the

replacement of the workforce management legacy system,

the addition of new Information Transportation Systems

(ITS), vehicle diagnostics, automated fuel management and

fare card technology.

MiWay’s plan consists of five phases:

Databases: In this phase, every major process is

matched with a database that is meant to capture every

relevant data point required to measure and model

performance for process and costing purposes;

Daily Information Requirements: This phase will, in a

timely basis, give access to necessary information to

assist front line staff in the performance of their daily

duties. Additionally, since the supporting application

mirrors the steps of every activity, this will help enforce

consistency through operational scripts and aid front line

decision-making, the standards of data input and

processing which must be followed to maintain data

quality and integrity;

Dashboard: This phase will facilitate the combination of

information from the various databases and present

data in meaningful and timely performance metrics that

can be acted upon;

Modeling: This phase is concerned with data analysis,

risk management and forecasts, from financial

statements to standard costs measures to

comprehensive transit models for scheduling purposes;

and

Analysis and decision-making support: The fifth and last

phase provides ad-hoc information support, constant

monitoring of processes and their alignment with

information systems, market segmentation and

research, and continuous improvement metrics (i.e.

identification of variances and bottle necks).

All activities and decision-making points have been

thoroughly documented and validated. They are the


foundation of the technical specifications used to configure

the applications.

The next two years (in tandem with roll out of the new

workforce management and on-street applications) will

involve an assertive change management effort to transition

from the current approach based on individuals to a system

with centralized governance and performance management.

Schedule Adherence

(real time information)

Data warehouse

Processes

• job descriptions

• roles and responsibilities

Hastus Ops

Data warehouse

Hastus Plan

iBus Fleet Mgmt

Customer

MgmtPresto


10.0 Facilities

MiWay has two main storage and maintenance facilities and

one central administrative office:

Central Parkway Transit Campus: Located at 975

Central Parkway, the Transit Campus has been

thoroughly renovated and expanded with a new body

shop and new maintenance facilities. The Campus

consists of two garages: Central Parkway Garage (CPY)

– with a storage capacity of 270 40 feet buses, and

Annex Garage (CX) – which has a storage capacity of

120 40 feet buses;

Central Parkway Transit Campus

Source: Aerial image courtesy of Google Maps

MiWay Administrative Offices: Located at 3484

Semenyk Court (across the street from 975 Central

Parkway), the MiWay Administrative offices include

MiWay’s Customer Service, Business Development,

Business Systems, Transit Enforcement, and

Transportation and Works I.T. Services; and

Malton Satellite Campus: Located at 6780

Professional Court, this facility services the north-east

end of the City. It was renovated by expanding the

maintenance infrastructure and expanding staff facilities

to realise the design capacity of 93 buses.

Malton Satellite Campus

Source: Aerial image courtesy of Google Maps


Additionally, there are over 3,650 stops and 23 Transit terminals across the city:

1. City Centre Transit Terminal

2. Clarkson GO Station

3. Cooksville GO Station

4. Dixie Outlet Mall Terminal

5. Erin Mills Town Centre

6. Islington Subway Station

7. Lisgar GO Station

8. Long Branch GO Station

9. Meadowvale GO Station

10. Meadowvale Town Centre

11. Dundas/ESR/Glengarry

12. Hurontario/407 Park & Ride

13. Port Credit GO Station

14. Skymark Hub

15. Sheridan College

16. Shoppers World Terminal

17. South Common Centre

18. Streetsville GO Station

19. University of Toronto (Mississauga Campus)

20. Westwood Mall Terminal

21. Woodbine Centre

22. Airport Monorail LINK Station

23. Sheridan Centre

By the fall of 2013, four additional terminals will be added

with the completion of BRT Stations at:

Central Parkway Station,

Cawthra Station,

Tomken Station, and

Dixie Station.

MiWay’s City Centre Transit Terminal

Source: Aerial image courtesy of Bing Maps

As MiWay continues to grow service, an additional facility will need to be considered.

Placeholder funding is planned in 2016 for an additional

downtown transit facility;

Expansion of the Malton Satellite Campus Facility is

required in 2015;

A third storage/maintenance facility is deferred until

2018;

13-14 bus shelters will be installed at new locations

annually;

200 stops (signage) per year; and

In 2013, next bus displays will be installed at terminals

and at new Transitway stations (Central Parkway,

Cawthra, Tomken and Dixie Stations). Next bus displays

will also be installed at key high volume intersections

starting 2015.


Proposed Budget This part of the Business plan sets out the financial

resources required to deliver the proposed 2013-2016

Business Plan. Information is provided by major expenditure

and revenue category as well as by program. The costs to

maintain existing service levels and operationalize prior

decisions are identified separately from proposed changes.

The prior year budget for 2012 was $51,830,900 and the

proposed budget for 2013 is $56,983,000.

Total Changes to Maintain Current Service Levels

The following budget changes are proposed to maintain the

current service levels in Transit:

Operational Increase totalling $2.1 million mainly attributed

to the following:

$830,000 increase for VCOMM/CAD/AVL

maintenance/support costs;

$550,000 increase for maintenance cost (rust proofing,

parts, fluids);

$400,000 one-time increase for MiWay Transit uniforms

and miscellaneous other items; and

$300,000 increase for diesel fuel volume.

Efficiencies and Cost Savings totalling $1.4 million

consisting of the following:

$300,000 decrease to various maintenance costs;

$330,000 labour reduction for various positions;

$200,000 decrease related to route rationalization;

$250,000 reduction in iBus communication costs and

marketing; and

$292,000 various other efficiencies due to newer fleet.

Revenue increase of $2.9 million mainly consisting of the

following:

$5,900,000 increase for 2012 forecasted fare box

surplus carry over, 2013 fare increase and ridership

growth of 2%;

$3,500,000 reduction in the draw from the Provincial

Gas Tax Reserve Fund;

$400,000 increase in advertising revenue;and

$144,000 increase in the transit discount program.

Total Changes to Operationalize Prior Decisions

$600,000 for 2012 service improvements (20 operators,

four staff); and

$300,000 for diesel fuel and other maintenance items.

Total New Initiatives and Revenues

Three initiatives are proposed in the 2013 budget. Below is a

summary of each initiative:

BR #27 - BRT Operations and Maintenance: BRT

construction is well underway with the planned opening from

the City Centre to Dixie Station in the fall of 2013. (The

remainder of the corridor will be operational in spring 2015,

i.e. from Winston Churchill to Renforth Drive). Once

operational in 2013, MiWay’s Route 107-Malton Express

and Route 109-Meadowvale Express will utilize the

transitway. An increase of 27,800 hours annually starting in

2013 will extend midday and weekend service along these

routes. An increase of 21,900 hours annually starting in

2015 will increase frequency on Routes 109 and 107.


BR #42 - Congestion and Overcrowding: As a result of

higher ridership levels, incidences of reported overcrowding

continue to be logged at the same pace as in previous

years. In addition, speed of travel has been steadily

deteriorating over the years as the City reaches almost full

development. Indicators point to a sustained surge in

demand for transit service in our City. The 6.2 percent

demand/supply gap projected for 2012 must be managed by

adding additional services hours. Even with the requested

two percent increase in service hours, the supply/demand

gap will widen to 11.6 percent by the end of 2016.

BR #160 – Additional One Percent Service Growth: BR

#42 proposed measures to moderate the negative effect of

increased traffic congestion and overcrowding arising from

increased ridership, but did nothing to reduce the gap

between demand and supply. However it does not reduce

the gap between demand and supply. Additional funding is

required to allow MiWay to improve peak hour and midday

frequencies in line with customer expectations. The

requested one percent will also support feeding the

transitway, which, by the end of the 2013-2016 Business

planning cycle will be fully implemented.

Service Area Description

BR#

Proposed Initiative Total Year 1 Budget

Total Year 2 Budget

Total Year 3 Budget

Total Year 4 Budget

MiWay

27 BRT Operations and Maintenance

$1,046,741 $2,899,372 $4,789,712 $4,473,983

42 Service Congestion and Overcrowding

$1,043,221 $2,546,320 $4,464,584 $6,423,226

160 Service Growth - 1%

$405,862 $1,274,580 $2,215,505 $3,176,529

Total $2,495,825 $6,720,273 $11,469,800 $14,073,737

Note: Gross costs, no associated revenues.


The following table separates the financial requirements into those required to maintain existing services; to operationalize past

decisions; and proposed new initiatives and revenues. The details on the changes to each category are provided in Sections 11

through 12.

Description ($000's)

2013

Proposed

Budget

($000's)

2014

Forecast

($000's)

2015

Forecast

($000's)

2016

Forecast

($000's)

Prior Year Budget 51,831 56,983 63,973 69,901

Labour and Benefits 4,209 2,332 2,624 2,670

Other Cost Increases 2,088 2,466 1,713 2,394

Efficiencies and Cost Savings (1,372) (1,319) (1,319) (1,319)

Current Revenue Changes (2,944) (973) (1,956) (2,601)

Total Changes to Maintain Current Service Levels 1,981 2,506 1,062 1,144

Annualization of Previous Years Budget Decisions 868 0 0 0

Operating Impact of New Capital Projects 0 0 0 0

Total Changes to Operationalize Prior Decisions 868 0 0 0

Total Cost to Maintain Current Services Levels and

Operationalize Prior Decisions 54,680 59,490 65,035 71,045

Total Proposed New Initiatives 2,304 4,483 4,866 2,683

Total Proposed New Revenues 0 0 0 0

Total New Initiatives and New Revenues 2,304 4,483 4,866 2,683

Proposed Budget 56,983 63,973 69,901 73,728

Note: Numbers may not balance due to rounding.

Increases/(Decreases) to Maintain Current Service Levels

Increases/(Decreases) to Operationalize Prior Decisions

New Initiatives and New Revenues


11.0 Changes to Maintain Current Service Levels and Operationalize Prior Decisions

The following two tables identify the major changes in the costs to maintain existing service levels and the costs increases arising

from prior decisions. Detailed explanations of changes to 2013 can be found in Appendix 1.

Proposed Changes to Maintain Current Service Levels

Description ($000's) FTE

2013

Proposed

Budget

($000's)

2014

Forecast

($000's)

2015

Forecast

($000's)

2016

Forecast

($000's)

Total Labour and Benefits 0.0 4,209 2,332 2,624 2,670

Other Cost Increases

VCOMM/CAD/AVL maintenance support costs 0.0 830 250 (570) 0

Various maintenance cost increases (rustproofing, parts, fluids) 0.0 550 80 100 100

Transit uniforms and miscellaneous other items 0.0 400 0 0 0

Diesel fuel price increase ($0.10/litre) 0.0 0 1,700 1,800 1,900

Diesel fuel volume adjustment 0.0 300 0 0 0

Utilities/allocations 0.0 (135) 210 255 265

Other Changes 0.0 143 226 128 129

Total Other Cost Increases 0.0 2,088 2,466 1,713 2,394

Efficiencies and Cost Savings

Labour savings (5.0) (330) 0 0 0

Various maintenance costs 0.0 (300) 0 0 0

Route rationalization 0.0 (200) 0 0 0

iBus communication costs 0.0 (150) 0 0 0

Marketing 0.0 (100) 0 0 0

Other Changes 0.0 (292) (1,319) (1,319) (1,319)

Total Efficiencies and Cost Savings (5.0) (1,372) (1,319) (1,319) (1,319)

Current Revenue Changes

Increase for 2012 forecasted fare box surplus carryover, 2013

fare increase and ridership growth of 2% 0.0 (5,900) (1,900) (2,900) (2,300)

Reduction in draw from the Provincial Gas Tax Reserve Fund 0.0 3,500 1,500 1,100 0

Advertising contract increases 0.0 (400) (50) (63) (217)

Other Changes 0.0 (144) (523) (93) (84)

Total Current Revenue Changes 0.0 (2,944) (973) (1,956) (2,601)

Total Changes to Maintain Current Service Levels (5.0) 1,981 2,506 1,062 1,144



Proposed Changes to Operationalize Prior Decisions

Description ($ 000's) FTE

2013

Proposed

Budget

($000's)

2014

Forecast

($000's)

2015

Forecast

($000's)

2016

Forecast

($000's)

Annualize 2012 service improvements (20 operators, 4 staff) 0.0 550 0 0 0

Diesel fuel and minor maintenance items 0.0 300 0 0 0

Other Changes 0.0 18 0 0 0

Total Annualization of Prior Years Operating Cost

Decisions 0.0 868 0 0 0

N/A 0.0 0 0 0 0

Total Operating Impact of New Capital 0.0 0 0 0 0

Total Changes to Operationalize Prior Decisions 0.0 868 0 0 0


Annualization of Prior Years Operating Cost Decisions

Operating Impact of New Capital Projects


12.0 Proposed New Initiatives and New Revenues

The following table presents the costs by budget request for proposed new initiatives and proposed new revenues. Detailed

descriptions of each budget request can be found in Appendix 2 on pages 37 to 43.

Proposed New Initiatives and New Revenues

Description ($ 000's) BR # FTE

2013

Proposed

Budget

($000's)

2014

Forecast

($000's)

2015

Forecast

($000's)

2016

Forecast

($000's)

2013 to

2016

Capital

($000's)

BRT Operations and Maintenance 27 20.0 811 2,037 1,923 (322) 39,865

Congestion and Overcrowding 42 18.0 1,075 1,551 1,973 2,016 6,740

Additional 1% Service Growth 160 9.0 418 895 969 989 0

Total New Initiatives 47.0 2,304 4,483 4,866 2,683 46,605

N/A 0.0 0 0 0 0 0

Total New Revenues 0.0 0 0 0 0 0

Total Changes to New Initiatives

and New Revenues 47.0 2,304 4,483 4,866 2,683 46,605


New Initiatives

New Revenues


The following table sets out the proposed 2013 Budget and Forecasts for the remaining three years, by major expense and

revenue categories.

Proposed Budget by Category


2011

Actuals

($000's)

2012

Budget

($000's)

2013

Proposed

Budget

($000's)

2014

Forecast

($000's)

2015

Forecast

($000's)

2016

Forecast

($000's)

Labour Costs 102,445 110,872 117,005 122,182 128,120 133,081

Other Operating Expenses 31,105 30,991 32,717 35,840 38,559 40,845

Total Revenues (89,901) (92,589) (95,338) (96,775) (99,608) (103,135)

Total Net Cost before Administrative

and Support Costs 43,649 49,274 54,384 61,247 67,071 70,792

Administrative and Support Costs 2,429 2,557 2,599 2,726 2,831 2,938

Total Net Budget 46,078 51,831 56,983 63,973 69,902 73,730


Net Costs before Administrative and Support Costs

The following table identifies the financial requirements for 2013 to 2016 by major program within the service area.

Proposed Budget by Program

Program Expenditures ($000's)

2011

Actuals

($000's)

2012

Budget

($000's)

2013

Proposed

Budget

($000's)

2014

Forecast

($000's)

2015

Forecast

($000's)

2016

Forecast

($000's)

Business Development 4,751 6,159 6,240 6,223 6,216 6,211

Business Systems 1,549 3,084 3,878 4,449 3,793 3,709

Maintenance 41,833 42,560 44,191 47,013 50,152 52,988

Director's Office (84,951) (88,809) (92,084) (93,183) (95,825) (99,235)

Operations 82,360 88,339 94,301 98,959 105,033 109,503

Transportation Project Office 537 497 456 513 533 554

Total Net Budget 46,078 51,831 56,983 63,973 69,902 73,730



13.0 Highlights of Proposed Capital Program Budget

2013 Capital Budget Highlights include the following:

• $13.9 million to replace 24 buses (10 – 60 foot buses, 14 – 40 foot buses);

• $1.9 million for capital bus maintenance (i.e, engines, transmissions);

• $1.5 million for transit terminal departure displays; and

• $800,000 for the replacement of bus signs/mini terminals/bus stops and pads.

2014 to 2022 Capital Forecast Highlights include the following:

• $167.3 million to replace 321 buses;

• $16.8 million to purchase 30 growth buses;

• $21.1 million for capital bus maintenance (i.e. engines, transmissions);

• $19 million for the construction of a second downtown bus terminal;

• $5.5 million for the construction of a Kipling Subway Inter-regional Terminal;

• $5 million to replace fare boxes in all buses;

• $3.3 million for the replacement of bus stops/signs/pads and mini terminals;

• $3 million for the design of a third bus storage/maintenance facility;

• $3 million for the Malton storage/maintenance facility expansion and improvement;

• $39.8 million for BRT construction;

• $3 million for the Dundas corridor study; and

• $1.8 million for the bridge rehabilitation at the Cooksville GO Station.


14.0 Capital Program

This section summarizes the forecast ten year capital requirements for this service. The following table presents the forecast by

major program. The next table summarizes the sources of financing for the capital forecast. A detailed listing of 2013 to 2016

projects is contained in Appendix 3A & 3B on pages 44 to 47.

Proposed Capital Program

Program Expenditures

($000's)

2013

Proposed

Budget

($000's)

2014

Forecast

($000's)

2015

Forecast

($000's)

2016

Forecast

($000's)

2017 -2022

Forecast

($000's)

Total

2013-2022

($000's)

Buildings 40 640 13,840 13,140 3,240 30,900

Buses 17,292 5,470 7,100 15,701 181,941 227,504

On-street Facilities 775 640 640 290 2,010 4,355

Other Transit 670 0 2,250 2,500 750 6,170

Transitway 0 34,565 10,000 0 0 44,565

Vehicles and Equipment 505 325 555 895 2,425 4,705

Total Expenditures 19,282 41,640 34,385 32,526 190,366 318,199


Program Funding ($000's)

2013

Proposed

Budget

($000's)

2014

Forecast

($000's)

2015

Forecast

($000's)

2016

Forecast

($000's)

2017 -2022

Forecast

($000's)

Total

2013-2022

($000's)

Subsidies and Recoveries 0 0 0 0 0 0

Gas Tax 19,116 23,935 24,070 27,436 182,067 276,624

Cash In Lieu 0 0 0 0 0 0

Development Charges 167 2,705 315 5,090 8,299 16,576

Tax 0 15,000 10,000 0 0 25,000

Other 0 0 0 0 0 0

Debt 0 0 0 0 0 0

Total Funding 19,282 41,640 34,385 32,526 190,366 318,199



Performance Measures

15.0 Balanced Scorecard

A Balanced Scorecard identifies and measures four key

areas of an organization’s performances; Financial,

Customers, Employees, and Business processes.

By paying attention to all four areas, an organization can

retain balance in its performance and ensure that it is moving

towards the attainment of its goals.

About the Measures for MiWay:

Financial Measures

Ridership is the total number of paid trips. The emphasis on

paid trips is to differentiate between all trips taken by

customers (called boarding and includes transfers) and trips

for which a fare is paid; with every paid fare customers are

entitled to travel for two hours within Mississauga and

neighbouring systems.

Municipal operating contribution per capita is the amount that

the City contributes to MiWay per City of Mississauga

resident.

Revenue to cost (R/C) ratio is the percentage of cost

recovered through the fare box.

Customer Measures

Information requests are trip planning requests resolved

through MiWay call centre.

Self-service options include CityLink which is an interactive

phone service that provides next bus information, and Click

n’ Ride which is an on-line trip planning service.

Resolution rate is the rate of success in which customers’

inquiries received are handled within standard response

time.

Employee Measures

Employee engagement is measured through the bi-annual

employee engagement survey which is a proxy to employee

engagement and level of job satisfaction.

Preventable accidents /100,000 kilometres measures on-

street accidents by 100,000 kilometres; MiWay bus

operators drive about 30 million kilometres a year.

Percent of incidents with no injury records the percentage of

incidents that resulted in no injury for the affected party.

Incidents with no injury are considered an important source

of lessons to improve safety protocols. Incidents with no

injury are deemed a proxy to the success of prevention

efforts.

Business Process Measures

Schedule adherence refers to the percentage buses are on

time within a range of three minutes ahead or up to seven

minutes late from posted schedule. This is MiWay’s first on-

street performance indicator made possible by the iBus

program.

Fleet availability is a ratio that tracks if the buses required to

comply with plan service to the public were available. A

large ratio would mean excess capacity and a ratio too close

to one would mean a high risk of service interruption due to

mechanical and bus availability issues.

Boarding per trip measures the number of times a customer

needs to board a bus to reach their destination; for example,

a ratio equal to one means customers need to board only

one bus to reach their destination.


Measures for Mississauga

Transit

2010

(Actual)

2011

(Actual)

2012

(Actual)

2013

(Planned)

2014

(Planned)

2015

(Planned)

2016

(Planned)

Financial:

Ridership 31,083,088 33,448,838 34,452,303 35,141,349 35,844,176 36,561,060 37,292,281

Municipal Operating Contribution per Capita

$69 $81 $81 $85 $90 $90 $95

Revenue to Cost Ratio 47% 46% 45% 45% 46% 46% 47%

Customer:

Information Requests 718,710 788,614 753,662 826,966 907,399 955,655 1,092,496

Self-Service Option 6,298,216 5,361,114 5,770,497 6,331,754 6,947,600 7,623,345 8,364,816

Resolution Rate 96% 84% 88% 90% 90% 92% 95%

Employees/Innovation:

Employee Engagement 64% 64% 67% 67% 70% 70% 72%

Preventable Accidents/100,000 kms. 0.29 0.24 0.24 0.28 0.25 0.25 0.23

Percent of Incidents with No Injury 21% 19% 20% 25% 30% 35% 35%

Internal Business Process:

Schedule Adherence (+3) min. / ( - ) 7 minutes

N/A N/A 87% 90% 90% 95% 95%

Fleet Availability [above daily requirements]

N/A 1.13 1.16 1.13 1.12 1.10 1.08

Boardings per Trip 1.47 1.47 1.48 1.47 1.46 1.45 1.45

Appendices


Appendix 1: Details of Changes to Maintain Current Service Levels and Operationalize Prior Decisions

Changes to Maintain Current Service Levels


2012

Budget

($000's)

2013

Proposed

Budget

($000's)

Change

($000's)Details

Labour and Benefits 110,872 115,081 4,209

Increase reflects negotiated union agreements,

economic adjustment increases, labour adjustments

and other fringe benefit changes.

VCOMM/CAD/AVL maintenance

support costs 1,253 2,083 830

Communication and "smart" bus related

support/maintenance cost increases for various

MiWay IT systems

Various maintenance cost increases

(rustproofing, parts, fluids) 6,550 7,100 550 Inflationary/usage increases based on historical use

Transit uniforms and miscellaneous

other items 612 1,012 400

Replace operators uniforms with new MiWay brand

uniforms - funded via provincial gas tax

Diesel fuel 15,557 15,857 300

Adjustment based on volume increase in diesel fuel

consumption

Utilities/allocations 5,760 5,625 (135) Decrease in natural gas rates

Other Changes 2,619 2,762 143 Other minor increases

Total Other Cost Increases 32,351 34,439 2,088

Labour savings* 0 (330) (330)

Wages/Salaries/Fringe benefit reductions for 1

General Service Person, 1 Subway Cashier, 1

Mechanic, 1 Route Supervisor

Various maintenance costs* 0 (300) (300)

Reductions in various maintenance budgets due to

efficiencies, newer fleet

Route rationalization* 0 (200) (200) Reductions related to reduced/cancelled service

iBus communication costs* 0 (150) (150)

Budget reduction to communication costs for the

iBus technology

Marketing 893 793 (100) Reduction of MiWay related marketing budget

Other Changes 0 (292) (292) Other minor changes

Total Efficiencies and Cost Savings 893 (479) (1,372)

Other Cost Increases

Efficiencies and Cost Savings

Table continued on next page.


Continued Appendix 1: Changes to Maintain Current Service Levels


2012

Budget

($000's)

2013

Proposed

Budget

($000's)

Change

($000's)Details

Reduction in draw from the Provincial Gas

Tax Reserve Fund (21,315) (17,815) 3,500

Reduced draw related to planned reduction in

Provincial Gas Tax Reserve Fund reliance

Farebox revenue increases (65,789) (71,689) (5,900)

Includes 2% revenue increase for ridership

growth, 2013 fare increase, annualization of 2012

fare increase, 2012 forecasted revenue surplus

carryover

Advertising contract increases (4,580) (4,980) (400)

Bus/shelter advertising contract revenue

increases

Other Changes (906) (1,050) (144) Increase for transit discount program

Total Current Revenue Changes (92,589) (95,533) (2,944)

Total Changes to Maintain Current

Service Levels 51,526 53,507 1,981


*Budget is included in total - under a prior category.

Current Revenue Changes


Changes to Operationalize Past Decisions


2012

Budget

($000's)

2013

Proposed

Budget

($000's)

Change

($000's)Details

Annualize 2012 service improvements (20

operators, 4 staff)* 0 550 550

20 Operators, 1 Route Supervisor, 1

Operations Supervisor, 1 Bus Equipment

Technician, 1 Mechanic

Diesel fuel and minor maintenance items* 0 300 300 Annualize 2012 service improvements

Other Base Changes 305 323 18 Other minor changes

Total Annualization of Previous Years

Operating Cost Decisions 305 1,173 868

N/A 0 0 0

Total Operating Impact of New Capital

Projects 0 0 0

Total Changes to Operationalize Prior

Decisions 305 1,173 868

Total Cost to Maintain Current Services

Levels and Operationalize Prior

Decisions 51,831 54,680 2,849


*Budget is included in total - under a prior category.

Annualization of Previous Years Operating Cost Decisions

Operating Impact of New Capital Projects


Appendix 2: Budget Requests

Proposed 2013-2016 New Initiatives and new Revenues (Budget Requests)

Please see the Budget Requests for the 2013-2016 Business Planning Cycle with details to follow.

Description BR # Year

BRT Operations and Maintenance 27 2013

Congestion and Overcrowding 42 2013

Additional 1% Service Growth 160 2013

New Initiatives


Budget Request #: 27

Proposed Initiative

Department

Service Area

BRT Operations and Maintenance (Recommended Option)

Transportation & Works Department

Mississauga Transit

Required Operating Investment

Impacts ($000s) 2013 2014 2015 2016

Gross Expenditures 863.8 3,101.8 5,584.2 5,863.8

Reserves & Reserve Funds 0.0 0.0 0.0 0.0

User Fees & Other Revenues 53.0 254.0 813.0 1,415.0

Tax Levy Requirements 810.8 2,847.8 4,771.2 4,448.8

* Net Change in $ 2,037.0 1,923.4 (322.3)

FTEs 20.0 21.0 37.0 37.0

* Any net change that is negative, (in brackets), is a good thing. It means a reduction in expenditure or an increase in revenue.

Required Capital Investment

Impacts ($000s) 2012 & Prior 2013 2014 2015 2016 & Beyond

Gross Expenditures 0.0 100.0 88.0 35.0 0.0

Non Tax Supported Funding Sources 0.0 0.0 0.0 0.0 0.0

Net Tax Supported Funding Required 0.0 100.0 88.0 35.0 0.0

FTEs 0.0 0.0 0.0 0.0

Why Staff Recommend this Initiative

The BRT will be opening in phases starting in 2013. There is a lot of infrastructure and projected increase in operations so a

solid maintenance and operations program is needed to ensure the success of the BRT. The Mississauga BRT Project is a

partnership between Canada, Ontario, Metrolinx and the City of Mississauga.



Details of Service Change

Customers: BRT project will see the creation of a dedicated east-west transit corridor (busway) across

Mississauga which will run along the Highway 403, Eastgate Parkway and Eglinton Avenue corridors connecting Winston

Churchill Boulevard to Highway 427. Once operational, busway services will complement and connect with local bus service,

inter-regional transit service and the TTC.

Construction is underway with the first segment operational in late 2013. The full busway will be operational in 2015. The new

busway will be 12 kilometres in length, with 11 BRT stations and 23 new bridge/culvert structures. The City is responsible for

funding seven kilometres of busway as well as nine BRT stations. GO Transit, a division of Metrolinx, is responsible for 2.5

kilometres of busway and two BRT Stations.15 buses will be acquired as part of the BRT Project to support MiWay operations.

Recommended Options: One: Re-route #107 and #109; Two: Increase of 27,800 hours annually starting in October 2013; Three:

Increase of 21,900 hours annually starting in January 2015. Risk Management: The Mississauga BRT project is utilizing a

comprehensive risk management program throughout the design and construction phase of the project. A commissioning phase

for the busway will be developed for all users (transit service providers, maintenance staff, enforcement and emergency service

providers) of the busway to mitigate risks of busway operations.

Service Impact

Future Maintenance & Operating Costs of the busway will be influenced by the following: Maintenance of BRT East - 9.5

kilometres, of which a cost arrangement is to be made with GO Transit for their 2.5 kilometres.; Parking lots for BRT East –

350 spaces; Maintenance and operating costs for nine BRT East stations; Enforcement and Security Officers which includes

vehicles and related equipment – complement of four full time equivalents (FTEs); Transit Operations labour which includes Bus

Operators (33 FTE); and Commissioning which includes one time training cost for transit operators.

Future Capital Costs of the busway will be influenced by the following: Presto support which includes acquisition of Presto units

for BRT Stations; Asset Management which includes bridge condition surveys, and associated capital costs for vehicles for

Enforcement and Security Officers.

Future Revenue from the busway will be influenced by the following: Fare box revenue from new ridership (Advertising revenue

from BRT station advertising not included at this time).



Proposed Initiative

Department

Service Area

Service Congestion and Overcrowding


Mississauga Transit


Impacts ($000s) 2013 2014 2015 2016

Gross Expenditures 1,190.5 2,908.5 5,095.1 7,328.7


User Fees & Other Revenues 115.9 282.9 496.1 713.7

Tax Levy Requirements 1,074.6 2,625.6 4,599.0 6,615.0

* Net Change in $ 1,551.0 1,973.4 2,016.0

FTEs 18.0 36.0 54.0 73.0







FTEs 0.0 0.0 0.0 0.0


Denial of service caused by overcrowding continues to erode our network’s reliability on a daily basis. Changes in travel patterns and increased overall ridership levels are exerting added pressures on a system without the resources to respond appropriately and in a timely manner.




Indicators point to a sustained surge in demand for transit service in our City. The 6.2 percent gap projected for 2012 must be

managed by adding additional service hours. Even with the requested two percent increase in service hours, the

supply/demand gap will be widened to 11.6 percent by the end of 2016.

The two percent adjustment would add 26,800 additional service hours in 2013, 27,300 in 2014, 27,900 in 2015, and 28,400 in

2016.

Service Impact

This request does not address true service growth, which would only be possible through the progressive launch of BRT

Operations supported by dedicated service improvement funding (both aspects are the subject of a separate BR).

Failure to smooth the projected gap between demand and supply will result in a severe loss of service quality, causing

unmanageable overcrowding pressures on our system, discouraging residents from considering transit as a viable –reasonable-

transportation alternative and effectively contributing to further traffic congestion.

o further traffic congestion.



Proposed Initiative

Department

Service Area

Service Growth - 1%


Mississauga Transit


Impacts ($000s) 2013 2014 2015 2016

Gross Expenditures 463.2 1,454.7 2,528.4 3,624.3


User Fees & Other Revenues 45.1 141.6 246.2 352.9

Tax Levy Requirements 418.1 1,313.1 2,282.2 3,271.4

* Net Change in $ 894.9 969.1 989.2

FTEs 9.0 18.0 27.0 36.0







FTEs 0.0 0.0 0.0 0.0


To reduce the gap of 11.6 percent between demand and supply to 7.2 percent, an additional one percent in transit service hours

will provide MiWay a minimum ability to enhance peak hour and midday frequencies and bring them a bit more in line with

customer expectations (expressed through the Customer Contact Systems records and in the latest Customer Satisfaction

Survey). The requested one percent will also support feeding the BRT which, by end of the 2013-2016 Business Planning Cycle,

will be fully implemented. will be fully implemented.

will be fully implemented.




BR#42 proposed measures to moderate the negative effect of increased traffic congestion and overcrowding arising from

increased ridership, but did nothing to reduce the gap between demand and supply.

Additional funding would be required to provide MiWay a minimum ability to enhance peak hour and midday frequencies and not

only bring them just a bit more in line with clear customer expectations (expressed through the Customer Contact Systems

records and in the latest Customer Satisfaction Survey), but also to fully support the massive investment in the BRT which, by

the end of the 2013-2016 business planning cycle should be fully implemented.

An additional 1 percent annual increase in transit service hours would translate into 13,400 hours in 2013, 13,700 in 2014,

13,900 in 2015 and 14,200 in 2016.

Service Impact

The 13,400 additional service hours identified for 2013 are equivalent to 53 daily hours, all of them addressing weekday

pressures, with no allocation reserved for weekend service considerations. This number of additional hours would allow MiWay

to address current peak hour frequency pressures for up to two routes per year during the next business planning cycle. This is

not enough to take care of the needs identified.

There is an expectation, though, that through ongoing service rationalization efforts on one hand, and through route realignments

both pre and post BRT implementation those needs could be mitigated, if not completely met. Failure to palliate the projected

gap between demand and supply will result in a severe loss of service quality, causing unmanageable overcrowding pressures

on our local system, discouraging residents from considering transit as a viable –reasonable- transportation alternative and

effectively contributing to further traffic congestion, and leaving the BRT infrastructure without adequate support to reap the full

ROI on that massive investment.

transportation alternative and effectively contributing to further traffic congestion, and leaving the BRT infrastructure without

adequate support to reap the full ROI on that massive investment.


Appendix 3A: Proposed 2013 Capital Program ($000’s)

Program: Buildings

Project

NumberProject Name

Gross Cost

(000's)

Recovery

(000's)

Net Cost

(000's)Funding Sources

13234 Transit Facility Repairs (Minor) 40 0 40 Federal Gas Tax Reserve Fund

40 0 40Subtotal

Program: Buses

Project

NumberProject Name

Gross Cost

(000's)

Recovery

(000's)

Net Cost


13203

Transit Capital Bus Maintenance-

Rehabilitation/Replacement 1,900 0 1,900 Federal Gas Tax Reserve Fund

13214 Transit Terminal Departure Displays 1,500 0 1,500 Federal Gas Tax Reserve Fund

13219 Transit Bus Acquisitions-Replacement 13,892 0 13,892

Provincial Gas Tax Reserve

Fund/Federal Gas Tax Reserve

Fund

17,292 0 17,292Subtotal

Program: On-Street Facilities

Project

NumberProject Name

Gross Cost

(000's)

Recovery

(000's)

Net Cost


13215 Transit Bus Signs 400 0 400 Federal Gas Tax Reserve Fund

13224 Transit Bus Stops/Pads/Signs - Growth 135 0 135

Transit Development Charges

Reserve Fund/Federal Gas Tax

Reserve Fund

13225

Transit Bus Stops/Pads/Signs -

Replacement 140 0 140 Federal Gas Tax Reserve Fund

13227

Transit Mini Terminals/Bays/Bus Loops -


775 0 775Subtotal


Program: Other Transit

Project

NumberProject Name

Gross Cost

(000's)

Recovery

(000's)

Net Cost


13230

Transit Hastus Module - Customer

System 70 0 70 Federal Gas Tax Reserve Fund

13231 Transit 5 Year Service Plan 350 0 350 Federal Gas Tax Reserve Fund

13232 Transit Customer Satisfaction Survey 250 0 250 Federal Gas Tax Reserve Fund

670 0 670Subtotal

Program: Vehicles & Equipment

Project

NumberProject Name

Gross Cost

(000's)

Recovery

(000's)

Net Cost


13206

Transit Route Supervisor Vehicles

Acquisition - Replacement 315 0 315 Federal Gas Tax Reserve Fund

13210

Transit Maintenance Vehicle

Acquisition - Replacement 40 0 40 Federal Gas Tax Reserve Fund

13211

Transit Security Vehicle & Equipment -

Growth 50 0 50

Transit Development Charges

Reserve Fund/Federal Gas Tax

Reserve Fund

13212

Transit Security Vehicles & Equipment -


505 0 505

19,282 0 19,282

Subtotal

Total Expenditure


Appendix 3B: Proposed 2014-2016 Capital Program ($000’s)

Program: Buildings

Project Name2014 Forecast

($000's)

2015 Forecast

($000's)

2016 Forecast

($000's)

Transit Facility Repairs (Minor) 40 40 40

Transit Downtown Terminal #2 600 8,000 10,400

Transit Kipling Subway Inter-Regional Terminal 0 5,500 0

Transit Malton Facility - Expansion & Improvements 0 300 2,700

Subtotal 640 13,840 13,140

Program: Buses


($000's)

2015 Forecast

($000's)

2016 Forecast

($000's)

Transit Bus Acquisitions - Growth 3,370 0 3,370

Transit Bus Acquisitions - Replacement 0 0 10,131

Transit Capital Bus Maintenance - Major Component

Rehabilitation/Replacement 2,100 2,100 2,200

Transit Farebox Acquisitions - Replacement 0 5,000 0

Subtotal 5,470 7,100 15,701

Program: Transitway


($000's)

2015 Forecast

($000's)

2016 Forecast

($000's)

Transit BRT - Construction 15,000 10,000 0

Transit Priority Infrastructure 14,765 0 0

Transit Dundas Corridor Study 3,000 0 0

Bridge & Structure Rehabilitation - Cooksville GO Overpass 1,800 0 0

Subtotal 34,565 10,000 0


Program: On-Street Facilities


($000's)

2015 Forecast

($000's)

2016 Forecast

($000's)

Transit Bus Stops/Pads/Signs - Replacement 140 140 140

Transit Bus Signs 400 400 50

Transit Mini Terminals/Bays/Bus Loops - Replacement 100 100 100

Subtotal 640 640 290

Program: Other Transit


($000's)

2015 Forecast

($000's)

2016 Forecast

($000's)

Transit Maintenance Information System 0 2,000 0

Transit Customer Satisfaction Survey 0 250 0

Transit Terminals Next Bus Announcement Equipment 0 0 1,500

Transit Performance Metrics Monitor 0 0 1,000

Subtotal 0 2,250 2,500

Program: Vehicles & Equipment


($000's)

2015 Forecast

($000's)

2016 Forecast

($000's)

Transit Capital Equipment Acquisition - Maintenance

Section 145 145 145

Transit Maintenance Vehicle Acquisitions - Replacement 60 70 210

Transit Change-Off Vehicle Acquisitions - Replacement 0 0 400

Transit Route Supervisor Vehicle Acquisitions -

Replacement 70 140 140

Transit Security Vehicles & Equipment - Growth - BRT 50 50 0

Transit Security Vehicles & Equipment - Replacement 0 100 0

Transit Coin Room Equipment - Replacement 0 50 0

Subtotal 325 555 895

Total Expenditures 41,640 34,385 32,526

Documents

ess Plan and Budget 2013-2016 - Mississauga · Award - City of Mississauga received the AMO Gas Tax ... The MiWay Student Ambassador Program - won the City’s 2011 Corporate Award